????不過其它高科技巨頭曾經(jīng)成功地避免了這個問題。咨詢公司Brandlogic的高級合伙人丹尼斯?賴尼說：“對Facebook的這種惡毒攻擊我們從沒有在谷歌(Google) 那里看到。”當(dāng)然長遠(yuǎn)來看，谷歌的股東都賺得盆滿缽滿，這也有所幫助。而且，谷歌從一開始就堅持不作惡。雖然也是聰明人利用金點(diǎn)子成功創(chuàng)業(yè)的模式，谷歌并沒有成為“拉里?佩奇和謝爾蓋?布林的故事”，而扎克伯格的迅速崛起則多少遮蓋了Facebook本身的光輝。

????毫無疑問，蘋果(Apple) 的起起落落和喬布斯息息相關(guān)。但是公司的產(chǎn)品深受歡迎，消費(fèi)者已經(jīng)學(xué)會將其乖張個性和對公司的個人化改造分割開來。“從某種程度上說，蘋果的成功來自于它有一個自大狂的老板。”鄧恩指出，“我對喬布斯的成就充滿敬意。他讓每個人都專注于一個愿景。但如果你和他共事過，就知道他有多混蛋。”

打造新形象

????鄧恩認(rèn)為扎克伯格的個性看起來沒問題，F(xiàn)acebook基礎(chǔ)也不錯，有時間來打造更好的形象。“他沒有早早地把公司高價賣掉，我為他驕傲。”鄧恩說，“很顯然，他不是為了錢。”

????從內(nèi)部看，F(xiàn)acebook也是配合默契、紀(jì)律嚴(yán)明。他們的員工志趣相投，管理層也堅持其串聯(lián)整個世界的公司理念。

????即使這些都沒問題，F(xiàn)acebook在上市過程中的失誤還是招致更多幸災(zāi)樂禍，而不是支持，原因可能在于其上市推介太過注重于“錢途”。“Facebook的上市很快就被人利用了，他們只想得到最高的出價。”鄧恩說，當(dāng)然這也很正常。CEO的工作要求他去參與整個上市過程，而那個過程基本上就只是和錢打交道。“那不是扎克伯格的錯。我的天，看看他創(chuàng)造的奇跡，他是我的英雄。”但鄧恩堅持說，本應(yīng)該有人幫助扎克伯格去軟化財務(wù)方面的敘述，不然Facebook的用戶就感覺他們不過是公司賬面上的一個個美元符號。

????那種情緒讓用戶積極加入猛烈抨擊Facebook的大軍，這不是什么好兆頭。為解決這個問題，F(xiàn)acebook必須改善和公眾溝通的方式。

????有幾種可能的情況。賴尼認(rèn)為，其中一種就是人們雖然不滿，但還是繼續(xù)使用Facebook。 曾幾何時，微軟(Microsoft) 也碰到類似的問題。他說：“人人都恨D(zhuǎn)OS，人人都恨Windows，人人都恨能讓計算機(jī)隨時崩潰的系統(tǒng)。”人們對比爾?蓋茨也是崇敬和懷疑兼有。然而“他們最終還是使用微軟的產(chǎn)品。”

????Yet other titanic tech companies have managed to skirt this problem. "I don't see the same venom against Google (GOOG) that you see against Facebook," says Denis Riney, a senior partner at consulting firm Brandlogic. Of course, it helps that, over time, Google stock has paid off for shareholders. Granted, Google insisted from the get-go that it wasn't evil. And though it had similar smart-guys-with-a-startup-idea roots, it never became the "Larry Page and Sergey Brin story" in quite the same way that Mark Zuckerberg's rise overshadowed that of Facebook.

????Without question, Apple's (AAPL) story became entwined with its CEO. But the company made something that consumers loved so much that many separated whatever was off-putting about Steve Jobs' personality from his personification of the company. "Apple kind of got it right because it had a megalomaniac at the helm," says Dunn. "I really respect what he did. He kept everybody focused on the vision. But if you've ever been in the room with him, he was a real prick."

Sending a different kind of Facebook message

????Zuckerberg doesn't seem to have that problem, Dunn says, and Facebook has time to sharpen what appears to be a solid message. "I'm proud that he didn't sell Facebook off a lot sooner for a lot more money," Dunn says, "It's obvious that he cares."

????Internally, Facebook seems to be running a tight ship. They are good about hiring like-minded people, and it looks like its management supports the company's stated goal of connecting the world.

????All of that may be true, but Facebook's IPO problems have recently elicited more schadenfreude than support, perhaps because its story has been so money-centric. "It kind of got co-opted real quick by people whose incentives were to get the biggest IPO price out," says Dunn, and that is normal. It is the CEO's job to direct his attention to an IPO, which is a cold cash kind of event. "It's not Zuckerberg's fault. I mean, my God, look at what the kid built, he's my hero." But someone should have been helping the young CEO soften the financial narrative so that Facebook users don't feel like dollar signs, Dunn argues.

????That sentiment makes users more willing to jump on the Facebook-bashing bandwagon, which could be cause for concern. To address it, Facebook must change the way it communicates with the public.

????This could play out in a couple of ways. In one scenario, Riney says, people will still sign on to Facebook and shake their fists at the company. Microsoft (MSFT) had a similar problem back in the day. "Everybody hated DOS, everybody hated Windows, everybody hated the hairball that made your computer crash," he says. And people had a similar relationship with Bill Gates, a CEO that was both admired and distrusted. Yet somehow, he says, "They worked through all of that."